At Children's Minnesota, located at 2525 Chicago Avenue South in Minneapolis, MN, we champion the health needs of children and families. As the only health system in Minnesota devoted exclusively to kids, we provide the highest-quality, family-centered care, advanced through research and education. Our comprehensive services range from routine check-ups to specialized care for complex conditions. We are committed to being every family's essential partner in raising healthier children, offering compassionate and innovative care to the most amazing people on earth.
| Hospital Name | Children's Minnesota |
|---|---|
| Facility ID | 243302 |
| Address | 2525 CHICAGO AVENUE SOUTH |
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| City/Town | Minneapolis |
| State | MN |
| ZIP Code | 55404 |
| County/Parish | HENNEPIN |
| Health System | Independent |
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| Health System Website Domain | childrensmn.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
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| Health System Total Beds | 279 |
| Health System Hospital Locations | Minnesota |
| Hospital Type | Childrens |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Children's Health Care |
| Emergency Services | Yes |
Joined Children's Minnesota in March 2017 as Chief Operating Officer before transitioning to CEO in December 2017. He previously served as executive vice president and COO of Children's Hospital of Wisconsin in Milwaukee. Dr. Gorelick is retiring in July 2025.
Joined Children's Minnesota in January 2019 as the first chief equity and inclusion officer. He is responsible for advancing equity and inclusion across the organization as well as leading advocacy, government affairs and community relations.
Joined Children's Minnesota in August 2019 and leads the finance, strategy, innovation, supply chain and facilities teams. Previously, she was the chief financial officer and senior vice president at Smiths Medical. She's also held financial leadership positions at Valspar, Lawson Software, International Multifoods, The Pillsbury Company (Diageo) and Coca-Cola Enterprises. Ms. McCormick has been recognized as a top CFO.
Joined Children's Minnesota in March 2019. He is responsible for the strategic direction and technical support of all information systems supporting the hospitals and clinics. He also provides leadership for the Health Information Management department. Mr. Lundal brings more than 25 years of experience in health care information technology and leadership.
A pediatric pulmonologist at Children's Respiratory and Critical Care Specialists. She completed her fellowship in pediatric pulmonology at the University of Minnesota and Children's Minnesota. She attended medical school at the University of Minnesota – Duluth, received her masters in public health at the University of Minnesota School of Public Health, and completed her pediatric residency at the University of Minnesota. Dr. Moore is board-certified by the American Academy of Pediatrics in Pediatric Pulmonology.
An Associate Professor of Pediatrics at the University of Minnesota. As a pediatric intensivist, he provides critical care at Children's Minnesota. Dr. Kiragu is a Fellow of both the American College of Critical Care Medicine and the American Academy of Pediatrics. He completed his undergraduate studies at Dalhousie University in Nova Scotia, Canada, followed by his medical degree from Howard University College of Medicine in Washington, DC.
Will assume the role leading a broad portfolio of specialty services that will include the emergency departments, hospital medicine, cancer and blood disorders, medical imaging, and lab/pathology provider groups following a planned retirement.
Will assume responsibility of critical care services.
Recently took on added responsibility as vice president of professional staff affairs, in addition to her long-standing role as clinical vice president of general pediatrics.
NA
(ex officio board member)
NA
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | Yes |
| Pediatric Residency Program | No |
| Licensed Beds | 279 |
|---|
| FTE Employees on Payroll | 4194.26 |
|---|---|
| FTE Interns & Residents | 57.24 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 76 |
| Inpatient Days (Title XIX) | 64088 |
| Total Inpatient Days | 106109 |
| Bed Count | 400 |
| Available Bed Days | 145996 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 3 |
| Discharges (Title XIX) | 7075 |
| Total Discharges | 15009 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 46 |
| Inpatient Days (Title XIX; Adults & Peds) | 20409 |
| Total Inpatient Days (Adults & Peds) | 33791 |
| Bed Count (Adults & Peds) | 137 |
| Available Bed Days (Adults & Peds) | 50001 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 3 |
| Discharges (Title XIX; Adults & Peds) | 7075 |
| Total Discharges (Adults & Peds) | 15009 |
| Care Quality Stengths | The hospital is average in every measured mortality rate |
|---|---|
| Care Quality Concerns | NA |
| Nurse Communication – Star Rating | |
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| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
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| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | |
| Mortality Group – Death Rate for Heart Failure Patients | |
| Mortality Group – Death Rate for Pneumonia Patients | |
| Mortality Group – Death Rate for Stroke Patients | |
| Mortality Group – Pressure Ulcer Rate | |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | |
| Mortality Group – Postoperative Respiratory Failure Rate | |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | |
| Mortality Group – Postoperative Sepsis Rate | |
| Mortality Group – Postoperative Wound Dehiscence Rate | |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | Not Available |
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| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Score Hospital Return Days for Pneumonia Patients | Not Available |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| Readmission Group Hospital Return Days for Heart Attack Patients | Not Available |
| Readmission Group Hospital Return Days for Heart Failure Patients | Not Available |
| Readmission Group Hospital Return Days for Pneumonia Patients | Not Available |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | Not Available |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | Not Available |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | Not Available |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | Not Available |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | Not Available |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | Not Available |
| CLABSI SIR (Standardized Infection Ratio) | NA |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | NA |
| SSI SIR (Standardized Infection Ratio) | NA |
| CDI SIR (Standardized Infection Ratio) | NA |
| MRSA SIR (Standardized Infection Ratio) | NA |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | |
|---|---|
| Bad Debt Expense | |
| Uncompensated Care Cost | |
| Total Uncompensated Care |
| Total Salaries | $458,604 |
|---|---|
| Overhead Expenses (Non-Salary) | $537,225 |
| Depreciation Expense | $39,402 |
| Total Operating Costs | $754,242 |
| Inpatient Charges | $1,281,512 |
|---|---|
| Outpatient Charges | $573,437 |
| Total Patient Charges | $1,854,949 |
| Core Wage Costs | |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | |
| Contract Labor (Patient Care) | |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $28,247 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $396,029 |
| Allowance for Doubtful Accounts | $-225,470 |
| Inventory | $11,895 |
| Prepaid Expenses | $20,796 |
| Other Current Assets | |
| Total Current Assets | $260,609 |
| Land Value | $18,172 |
|---|---|
| Land Improvements Value | |
| Building Value | $478,410 |
| Leasehold Improvements | $18,466 |
| Fixed Equipment Value | |
| Major Movable Equipment | $320,462 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $279,290 |
| Long-Term Investments | $1,004,056 |
|---|---|
| Other Assets | $98,326 |
| Total Other Assets | $1,102,382 |
| Total Assets | $1,642,281 |
| Accounts Payable | $61,668 |
|---|---|
| Salaries & Wages Payable | $62,069 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | $1,562 |
| Other Current Liabilities | $20,384 |
| Total Current Liabilities | $145,683 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $355,396 |
| Total Long-Term Liabilities | $355,396 |
| Total Liabilities | $501,080 |
| General Fund Balance | $1,141,202 |
|---|---|
| Total Fund Balances | $1,141,202 |
| Total Liabilities & Equity | $1,642,281 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | |
| Outlier Payments | |
| DSH Adjustment | |
| Eligible DSH % | |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $1,388,427 |
|---|---|
| Outpatient Revenue | $701,767 |
| Total Patient Revenue | $2,090,194 |
| Contractual Allowances & Discounts | $1,124,651 |
| Net Patient Revenue | $965,543 |
| Total Operating Expenses | $995,830 |
| Net Service Income | $-30,286 |
| Other Income | $76,603 |
| Total Income | $46,317 |
| Other Expenses | $123,354 |
| Net Income | $-77,037 |
| Cost-to-Charge Ratio | |
|---|---|
| Net Medicaid Revenue | |
| Medicaid Charges | |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Oracle |
|---|---|
| ERP Version | Peoplesoft/EBS |
| EHR is Changing | No |